Restrained beauty Braun design had a beauty that was more than skin deep. It would be wrong to say that because the Braun approach spurned fashion in an ongoing quest for functional and useable perfection, it ended up with this beauty by accident. There is a very strong aesthetic sense in both the proportion and materials of nearly all the products of the Rams era. They have a ‘restrained beauty’, he admits. Braun products designed by Rams and his team have a haptic aesthetic as well: when you pick them up, handle them, and use them as the tools they are supposed to be, you become aware of the effort that has gone into making them sit comfortably in the hand, of the texture, weight and balance they possess, and of the satisfying click of the control buttons. Sophie Lovell & Dieter Rams, Dieter Rams: As Little Design as Possible Such an unholy alliance beautytouchtexture
This tactile form of doodling Paper clips have also served as objects of more inwardly directed aggression by providing something for the fingers to twist grotesquely out of shape during phone calls, interviews, and meetings. This tactile form of doodling may consume only a fraction of the twenty billion paper clips produced each year, but it underscores the almost limitless functions to which a single form can lead. Henry Petroski, The Evolution of Useful Things In ways you didn't anticipateAll sorts of ways to use the machineStretching the product drawingtouch
What is this static modernism? Why can't office buildings use doorknobs that are truly knob-like in shape? What is this static modernism that architects of the second tier have imposed on us: steel half-U handles or lathed objects shaped like superdomes, instead of brass, porcelain, or glass knobs? The upstairs doorknobs in the house I grew up in were made of faceted glass. As you extended your fingers to open a door, a cloud of flesh-color would diffuse into the glass from the opposite direction. The knobs were loosely seated in their latch mechanism, and heavy, and the combination of solidity and laxness made for a multiply staged experience as you turned the knob: a smoothness that held intermediary tumbleral fallings-into-position. Few American products recently have been able to capture that same knuckly, orthopedic quality. Nicholson Baker, The Mezzanine The door handle is the handshake of a building modernismdoorstouchobjects
Time turned into shape A pebble polished by waves is pleasurable to the hand, not only because of its soothing shape, but because it expresses the slow process of its formation; a perfect pebble on the palm materializes duration, it is time turned into shape. Juhani Pallasmaa, The Eyes of the Skin: Architecture and the Senses timetouchform
Vision reveals what the touch already knows Juhani Pallasmaa, The Eyes of the Skin: Architecture and the Senses touchvision
Crown A Poem by Kay Ryan www.poetryfoundation.org Too much rain loosens trees. In the hills giant oaks fall upon their knees. You can touch parts you have no right to— places only birds should fly to. naturetreesmelancholytouch
To see, to caress A Quote by Johann Wolfgang von Goethe The hands want to see, the eyes want to caress. The Eyes of the Skin: Architecture and the Senses touchseeing
Managing Oneself A Book by Peter F. Drucker Only from strengthFeedback analysisTaking pride in ignoranceBut bulldozers move mountainsWaste as little effort as possible on low competence+8 More Never change the technologyWhat to learn managementdisciplinewisdomwork
Only from strength Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. strengthweakness
Feedback analysis The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. growthfeedback
Taking pride in ignorance First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. ignorancearrogance
But bulldozers move mountains A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. planningideas
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. 95%-ile isn't that goodOn Talent talent
How do I perform? For knowledge workers, How do I perform? may be an even more important question than What are my strengths?. A few common personality traits usually determine how a person performs: Am I a reader or a listener? How do I learn? Writing? Taking notes? Doing? Talking? Do I work well with people, or am I a loner? And if I do work well with people, in what relationship? Do I produce results as a decision maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? personality
To improve the way you perform Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly. work
The mirror test In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave." This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? ethicsvalues
Your organization's values Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. business
Values vs. strengths There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof). Values are and should be the ultimate test. valueswork
Successful careers are not planned Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. The most important thing you doIn defense of disorder: on career, creativity, and professionalism
The best-laid plans It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? planning
The second half of your life Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored. There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs. There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60. life